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By C J. Unger, T Baumgartl, C J. Bond, P Sabourenkov, V C. Glenn

Social licence to mine is influenced by society’s perception of the mining sector’s ability to effectively rehabilitate mined land and for governments to appropriately regulate that process for the broader community benefit. In Queensland, Australia, many mine rehabilitation personnel working for active coalmines, as either staff, consultants or contractors, belong to the Central Queensland Mine Rehabilitation Group (CQMRG). The CQMRG was established 23 years ago with the aim of sharing informal knowledge related to practical aspects of rehabilitation in order to leave as positive a legacy as possible from mined land. This voluntary group of professionals also includes members from regulatory agencies and civil society. Within the dynamic regional mining environment, mine rehabilitation professionals benefit from sharing their informal knowledge.CQMRG is currently a group in transition. Mining boom and downturn cycles have exacerbated the loss of accumulated knowledge in the core CQMRG membership due to rapid changes in personnel at mines in the region. Additionally, some of the most experienced CQMRG-affiliated rehabilitation practitioners are approaching the end of their careers and want their valuable and less formal knowledge retained. This paper discusses the development of a research project that emerged in response to the anticipated loss of several decades’ worth of valuable knowledge as rehabilitation practitioners in CQMRG left the region or the workforce.CITATION:Unger, C J, Bond, C J, Baumgartl, T, Glenn, V C and Sabourenkov, P, 2016. ‘MRC-wiki’ – a mine rehabilitation and closure knowledge management tool for Central Queensland coalmine practitioners, in Proceedings Life-of-Mine 2016 Conference , pp 39–42 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Jun 28, 2016

By A. E. M. Warner, P. J. Mackey

Copper metal is produced in large or small tonnages in almost all countries of the world—handling raw materials in the form of either as-mined or milled ores, custom concentrates, or other custom materials including scrap and recycled copper. The scale of operations and type of technologies used around the world varies widely. There is a certain concentration of both mining and smelter-refinery production as a total of ten countries produce some 80% of world mined copper, while ten countries—mostly different ones— produce about 80% of smelted and refined copper. As a result, international copper trade is significant. The present paper takes the reader on a virtual tour of the copper plants throughout the world with a focus on smelter facilities. Operations and technology employed at each plant visited are discussed including a brief historical sketch. Future trends identified during the world tour are also discussed. The present authors considered sufficient time was required for a thorough study tour and settled on eighty days—the same as that for the celebrated fictional story of world circumnavigation in the 1870s. INTRODUCTION The celebrated French writer Jules Verne published his book “Around the world in 80 days” in English in1873 and it is the story of Phileas Fogg and his French valet Passepartout circumnavigating the world in 80 days in the fall of 1872 on a £20,000 wager (equivalent to over 2 million pounds today) from the exclusive Reform club in London. This is an interesting period for copper as it started trading on the London metals Exchange in 1876 and the start of global copper production chains started to take off at this time with the rapidly increasing electrification of the world. The production chain includes mining, mineral processing, smelting, refining and fabrication. Since 1880 annual world copper production has increased by over 150 times from 154,000 tonnes in 1880 (nominally considered as smelted copper—essentially the only route at the time to marketable copper) to over 23 million tonnes today (including total refined copper of 19 million tonnes of smelted copper including scrap and 4 million tonnes by solvent extraction-electrowinning), in tandem with increased electricity usage, along with significant transportation usage and for manufactured products (Figure 1).

Jan 1, 2019

By B. Crane, S. Schwartz

"IntroductionThe Cape Breton Development Corporation (CBDC) located in Cape Breton, Nova Scotia, in eastern Canada, was established in 1967. Its mandate at that time was to facilitate a phased downsizing of the coal industry and developing viable replacement industries. The oil crisis in the early 1970s changed CBDC’s mandate and focus was modified to increase coal production to support Nova Scotia Power Commission’s “off oil” policy for their power generators. In the late 1980s the mandate to develop viable replacement industries was eliminated and CBDC became primarily a coal mining company. CBDC presently operates two underground coal mines, Phalen Colliery and Prince Colliery, using a retreat longwall method of mining. Both mines operate beneath the Atlantic Ocean. CBDC also operates associated infrastructure — central workshops, a railroad, coal preparation plant, and international pier. The Need For Substantial ChangeOver the last few years, CBDC has been facing some challenging issues, including improving labour management relations and achieving financial self-sufficiency and profitability. Recent achievements with regard to human resource issues, especially in the areas of collective bargaining, absenteeism, and attendance, show noticeable improvements. All participants should be commended for successfully concluding the collective bargaining process with all four CBDC unions, CUPE; CAW; IAM&AW; and UMWA. However, although these changes are encouraging, even critical in the short term, they are not sufficient to ensure the long-term viability of the company. Market ForcesShort- and long-term financial realities are drawing the need for further substantive changes. The corporation has a mandate to achieve financial self-sufficiency by the year 1999. This goal can only be achieved through a combination of cost reductions and productivity gains, specifically, a reduction in the workforce of 658 and an increase in production of 800 000 tonnes annually. This increase in productivity requires CBDC to re-think the way it does things.In the longer term, CBDC faces even greater challenges. The energy market is becoming more competitive. The electrical utilities across Canada are anticipating deregulation and are positioning themselves for the resultant competition. As primary fuel supplier to Nova Scotia Power Inc. (NSPI), the corporation will have to become ever more competitive to stay in business."

Jan 1, 1997

By Antonio Esposito

Saving energy and reducing pollution by minimizing emissions are today great challenges in the coking industry worldwide. In order to achieve satisfying results, equipment as well as technology should be continuously improved and updated. The most modern design tools should be adopted to maximize the coke production rate also ensuring the best coke quality. In this scenario, Paul Wurth is realizing the new coke making plant of CSPecem, Ceara - Brazil. These batteries are based on Paul Wurth “jumbo oven concept”. This solution incorporates all most modern features and design upgrading, in the aim of an easy and long-lasting operation putting a particular attention to environmental performances: the reduced number of ovens and the low number of pushing per day have the main effect of reducing pollution sources. Finally the paper will highlight Paul Wurth SOPRECO® System, which is foreseen to be installed in CSPecem batteries. SOPRECO®, which is capable of controlling the pressure for each individual oven in a coke oven battery, is thus able to reduce volatile emissions through doors, roofs and stand pipes up to 90%. The coke oven gas (COG) produced during the carbonization process is cleaned in a coke oven gas treatment plant to the level stipulated by applying the Best Available Technology (BAT).

Aug 1, 2018